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University of Guelph
Human Resources and Organizational Behaviour
HROB 3100
Jamie Gruman

Introduction -skillful, competent management is key determinant of organizational success (proven by many studies) -many attributes, behaviors, orientations and strategies for enhancing successful performance -Pfeffer (1998) identified 7 key practices associated with managerial and organizational effectiveness: ensure teams, institute high levels of pay based on performance, train extensively, reduce status differences, and share information -Quin (2000) identified eight ‘seeds’ of effective management and leadership: envision the productive community, first look within, embrace hypocritical self, transcend fear, embody a vision of common good, disturb the system, surrender to the emergent process, and entice through moral power -these don’t identify management skills but enumerate organizational strategies, personality orientations, or philosophical approaches to management and their implementation is usually outside the explicit control of the individual manager ---effectiveness of these kinds of lists depend on the managers skill in implementing them and being competent in fundamental management skills -management skills are means by which managers translate their own style, strategy, and favorite tools or techniques into practice -skills of effective managers found in one study include: verbal communication (including listening), managing time and stress, managing individual decisions, recognizing, defining, and solving problems, motivating and influencing others, delegating, setting goals and articulating a vision, self-awareness, team building, and managing conflict -management skills are behavioral, controllable, developable, interrelated and overlapping, contradictory or paradoxical -not personality attributes but identifiable sets of actions that individuals perform and can lead to certain outcomes -performance of behaviors is under the control of the individual -difficult to demonstrate just one skill in isolation from others (effective managers must rely on combinations of skills-supportive communication, influence, empowerment, self-awareness -a variety of skills are typical of the most effective manager(oriented not toward teamwork and interpersonal relations exclusively OR towards individualism and technical entrepreneurship exclusively) -while average IQ scores have increased in population, social and emotional intelligence scores have declined -generally, people are less skilled at managing themselves and others than in the past -how people cope with and manage issues relating to other people has not kept up to technological process -management skills are: 1) linked to a more complex knowledge base than other types of skills and 2) inherently connected to interaction with other (frequently unpredictable) individuals -no standardized approach to managing human beings is possible -most successful method to help develop management skills is based on social learning theory (Bandura, 1977) which links conceptual knowledge with opportunities to practice and apply observable behaviors -learning model originally consisted of four steps: 1) the presentation of behavioral principles or action guidelines, generally using traditional instruction methods, 2) demonstration of the principles by means of cases, films, scripts
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